Change and Capability Partner- Manufacturing Excellence Program

Change & Capability Partner – Manufacturing Excellence Program IN ONE LINE The execution engine for the people side of MEP — landing the change plan, the communications and the capability rollout with rhythm and finesse, using the standards and pathways set by the People Team Centre of Excellence.

PURPOSE This role makes the MEP change land. It takes the agreed change and capability strategy and turns it into the practical work — the plan, the calendar, the communications, the training rollout, the pulse checks and the follow-through — across every site, wave and squad in the programme. It is a Change and Capability Partner role which requires very thorough executional approach.  Strategy, standards and organisation design decisions sit with the Director, People Business Partnering and the People Team Centre of Excellence. This role brings the discipline, the materials and the rhythm that turn those decisions into adoption on the floor. WORKING WITH THE PEOPLE TEAM The People Team is the Centre of Excellence. It sets the global standards for talent and development, owns the capability frameworks and designs the learning pathways. This role deploys them inside MEP — it does not rebuild them. Everything runs through the Director, People Business Partnering and the People Business Partners, and everything learned along the way goes back into the CoE. PEOPLE TEAM — CENTRE OF EXCELLENCE OWNS CHANGE & CAPABILITY PARTNER EXECUTES Global standards for talent, development and capability — the frameworks, levels and definitions Applies those standards inside MEP; never creates a parallel framework Design and ownership of learning pathways and curricula Schedules, deploys and tracks those pathways across sites, waves and squads Capability architecture, assessment methodology and proficiency definitions Runs the assessment logistics, collects the data, reports the results back to the CoE Organisation design, role architecture and people strategy decisions Provides impact evidence and implementation support; does not set direction WHAT YOU WILL DO 1  Run the change plan and its rhythm Turn the agreed change strategy into a working execution plan across phases, sites, waves and squads. Keep the milestone tracker, communication calendar, engagement plan and training schedule current and connected to the wider MEP delivery plan. Hold the cadence — the routines, check-ins, reviews and follow-ups that keep change moving alongside technical delivery. Track actions, risks and dependencies, and prepare short, honest updates for programme leadership and the Director, People Business Partnering. 2  Craft and land the narrative Draft the MEP change materials: case for change, leader cascade packs, manager toolkits, FAQs, town hall content, intranet updates and progress notes. Execute the communications plan across the right mediums for each audience — floor, line, site and leadership. Work with Communications and the People Business Partners so messaging stays consistent with the approved narrative. Keep the story current as the programme moves, so people always know what is changing and what it means for them. 3  Engage the stakeholders Maintain stakeholder maps and impact views across leaders, site teams, engineers, technicians, operators and delivery partners. Coordinate workshops, leader briefings, manager cascades, champion routines and go-and-see activity. Surface resistance, change fatigue and adoption barriers early, with practical options rather than just observations. 4  Deploy capability using People Team pathways Schedule and deploy the learning pathways designed by the People Team CoE — train-the-trainer, super-user routines and role-based sessions. Run capability assessment logistics and collect the data; the methodology and proficiency definitions stay with the CoE. Track participation, proficiency and post-training support needs so capability is measured beyond attendance. Feed findings and site